Carina Svensen is director of accommodation, catering and events at The University of Edinburgh.

Ms Svensen joined the business, which operates hotels and other outlets for the benefit of the university, after progressing through the ranks of the corporate hotel market, working for big-name players.

With a "huge passion" for hospitality, she is driven to create "unique experiences" for the university's for students, staff and visitors.

What is your business called?

The University of Edinburgh Accommodation, Catering and Events

Where is it based?

We have sites across Edinburgh, including three hotels. The Scott and The Scholar hotels are a stones’ throw from Holyrood Park and Arthur’s Seat, while KM Hotel is in the city centre, just off the Royal Mile.

What does it produce/do?

Our hotel business is unique in that it is managed by the university to create revenue that can be re-invested across the university. I also head up our events and student accommodation business which is everything from student halls to catering in university buildings, and hosting international conferences and events like weddings.

To whom does it sell?

Our hotels welcome guests from all over the world and this year we were the accommodation provider for performers at the Edinburgh Royal Military Tattoo. Although we are part of the University of Edinburgh, our hotels are open to everyone. We also have a large market within the university community – from staff buying meals at on-site canteens to more than 10,000 students utilising our accommodation services. Our events customers are a diverse mix too – we have big international businesses and organisations right the way down to local community groups and individuals booking special occasions like weddings.

What is its turnover?

Edinburgh is incredibly attractive for students and visitors, and our department has a multi-million-pound turnover. Our university is a large educational charity - any surplus generated from our department is reinvested to support the university’s strategic goals.

How many employees?

840

Why did you take the plunge?

I moved country after my undergraduate degree and worked my way up the corporate ladder at big multi-national hotel chains. I fell in love with Edinburgh and realised the potential of University of Edinburgh’s hotel offering, and the opportunity to make a difference by creating unique experiences for students, staff and visitors.

What were you doing before?

I’ve been working in premium hospitality for 28 years. Previously, I spent six years as the director of brand operation and guest experience for Radisson Hotel Group, overseeing all brands in the EMEA (Europe, Middle East, and Africa) market. Before that, I played a pivotal role in launching the first Hotel Missoni, working closely with the Missoni family on its brand development.

What do you least enjoy?

Although I understand the importance of good governance in large organisations, limiting the pace of change can be personally frustrating. It can be frustrating to navigate the complexities of large institutions. However, I’ve also observed how a firm structure ensures compliance and thorough attention to detail. I thrive in dynamic environments where ideas can be put into action quickly, so I’m continually looking for ways to work swiftly and effectively.

What are your ambitions for the firm?

I’ve got a huge passion for delivering the very best experiences for all of our customers and driving value for the university to continue to excel on a global stage. I’m committed to creating unique characters for each of the three hotels and elevating student accommodation from being considered mere ‘digs’ to delivering a true home environment.

What single thing would most help?

For me, keeping simple and clear communication channels and procedures can reduce delays and increase agility, making it easier to achieve everyone in an organisation to achieve their goals. Flexibility in operations is key to delivering exceptional experiences.

What is the most valuable lesson you have learned?

I've learned that resilience and adaptability are complementary traits. Change is not only inevitable but also essential for growth and success. Embracing change, without slowing down or giving up, has helped me turn old challenges into new opportunities. Flexibility is key to thriving in both business and life.

Where do you find yourself most at ease?

I love the snowy mountains of Geilo, Norway in Winter. There’s something incredibly calming about the fresh mountain air and the breath-taking views from the cottage. A day on the slopes with my 10-year-old boy, Alexander, followed by an evening by the fire always helps me unwind and feel truly happy and relaxed.

If you weren’t in your current role, what job would you most fancy?

I would love to pursue a career as an interior designer. I’ve always had a passion for art and design. I get excited by the idea of creating beautiful, functional spaces that inspire and evoke emotion. I think interior design would be a fun and fulfilling way to combine creativity with my appreciation for aesthetics and craftsmanship.

What phrase or quotation has inspired you the most?

Hans Wegner, the legendary Danish furniture designer, said: “We must play—but we must play seriously.” This quote reflects my belief that integrating fun and creativity into work fosters innovation and motivation. Blending fun with intention and focus not only energises teams but also drives greater success. My goal at work is to unlock new ideas and create an environment where passion thrives alongside professionalism.

What is the best book you have ever read, why is it the best?

I don’t read a lot of business books but for anyone interested in the intersection of brand and business, I would highly recommend Shoe Dog – the memoir of Phil Knight, the founder of Nike. It offers an inspiring look at how creativity, design, and brand storytelling were central to Nike’s rise. Knight certainly has a higher risk tolerance than most of us, but he’s a fantastic storyteller and he strikes a perfect balance between innovation and business strategy. The early days of Nike highlight the importance of perseverance, risk-taking, and staying true to a visionary aesthetic – even during periods of rapid global growth.

What has been your most challenging moment in life or business?

After earning my degree in hospitality management in Norway, I received a job offer in Dublin. It was a daunting prospect for me to embark on a new career, with a new company, in a new country, and speaking a different language. I am also very close with my family so leaving them was very difficult, but my dad convinced me that this was very important for my career. To be candid, I was not looking forward to it. By persevering through those challenges, I earned many of the tools that enabled me to ascend the corporate ladder and, ultimately, to manage even larger teams in six different cities throughout Europe.

What do you know that you wish you had known when starting out in your career?

Success rarely happens overnight. It’s difficult to be patient in the present. But, with experience, you will look back with a truer perspective. Failures are part of growth. In fact, they are essential for learning and improvement. Embracing setbacks as learning experiences can actually accelerate personal and professional growth.